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description

Eighteen months after launching Nickelodeon Latin America, general manager Taran Swan must leave the company's Miami headquarters for her New York home because of complications with her pregnancy. Unable to travel for at least the next six months, Swan must decide how she will continue to run the channel from New York. Should she put an interim acting head in place, and if so, who among her team should it be? What adjustments will she need to make in her leadership style and working relationships with her team? The case describes the channel's launch and first 18 months on the air, focusing on how Swan puts together her team and crafts the company's culture.

learning objective:

To demonstrate the impact of a leader on a team's culture and style, and the fit between a team's style and the task at hand. To allow discussion of the paradoxes a leader must manage in developing the culture: focus on individual versus collective; positive feedback versus confrontation; current performance versus long-term development; directive versus autonomy.